Certified Associate In Project Management (CAPM)

Team performance assessments are an output of the Develop Project Team process. Team performance assessments are used to monitor and evaluate the team's performance, and find ways to improve it. The performance assessments need to be relevant, objective, and based on measurable criteria. Therefore, the appropriate indicators used to measure performance against need to relate to the project's objectives, schedule, and budget.
Project staff assignments are an output of the Acquire Project Team process, not the Develop Project Team process. The project staff assignments identify which people are assigned to the project team, and when they are assigned.
Resource calendars are an output of the Acquire Project Team process, not the Develop Project Team process. The resource calendars document the time periods that each project team member can work on the project.
The human resource management plan is an output of the Plan Human Resource Management process, not the Develop Project Team process. The human resource management plan contains details of team roles and responsibilities, project organizational charts, and the staffing management plan.

The main goal of the control resources process is to secure the physical resources allocated to the project and make them available at the right time and place. This process is also responsible for releasing resources as soon as they are no longer needed.
The aim of the acquire resources process is to obtain the physical and team resources needed to complete the project.
The purpose of the estimate activity resources process is to determine what physical and team resources will be required to execute the project work.
The plan resource management resource process establishes how the physical and team resources should be estimated, acquired, managed, and utilized.

The formula used to calculate cost performance index (CPI) is CPI = EV / AC. Applying the values provided in the scenario to the formula results in a CPI of 0.94.

CPI = EV / AC
CPI = $1,255,000 / $1,329,000
CPI = 0.94

A CPI value under 1 indicates that the project has spent more funds to date than was originally planned.
The value 0.98 is the current schedule performance index (SPI) for the project, not the CPI. The formula used to calculate the SPI is SPI = EV / PV.
The value of -$74,000 is the current cost variance (CV) for the project, not the CPI. The formula used to calculate CV is CV = EV - AC.
The value of -$25,000 is the current schedule variance (SV) for the project, not the CPI. The formula used to calculate SV is SV = EV - PV.

Plan Procurement Management is the process of documenting project procurement decisions, specifying the approach, and identifying potential sellers. The key benefit of the Plan Procurement Management process is that it allows you to determine if outside support is required. If it is required, it determines how to obtain it, the required amount, and when to obtain it.
Ensuring the alignment of external and internal stakeholder expectations is a key benefit of the Conduct Procurements process, not the Plan Procurement Management process.
Ensuring that both the buyer's and seller's performance aligns with agreed upon requirements is a key benefit of the Control Procurements process, not the Plan Procurement Management process.
Recording agreements and related documentation for future use is something that occurs as part of the Control Procurements process as part of the organizational process assets updates output. Assets that are updated include payment schedules and requests, seller performance evaluation documentation, prequalified seller lists updates, lessons learned repository, and the procurement file.

The main output of the Perform Quantitative Risk Analysis process is project documents updates, more specifically the risk report. The risk report normally includes the assessment of overall project risk exposure, an in depth probabilistic analysis of the project, a list that prioritizes each risk, trends identified from the results of quantitative risk analysis, the suggested responses to the individual risks or overall project risk.
The risk management plan is an output of the Plan Risk Management process, not the Perform Quantitative Risk Analysis process. The risk management plan is a component of the project management plan that describes how risk management activities will be structured and performed.
The risk register is an output of the Identify Risks process, not the Perform Quantitative Risk Analysis process. The risk register is a document that contains the list of identified risks, the potential owner for each risk, and a list of risk responses.
Project management plan updates are an output of the Plan Risk Responses process, not the Perform Quantitative Risk Analysis process. Several of the subsidiary management plans and the baselines contained in the project management plan may require updates as a result of planning risk responses.

The main objective of the Initiating Process Group is to gain formal authorization to start a new project or phase. To achieve this, the business case is assessed to ensure the project is beneficial to the organization, and project funding is obtained. This information is documented as part of the project charter. Once the project charter has been compiled, it is presented to senior management for approval. The project is considered to be officially authorized once the project charter has been approved.
The business case is assessed as part of performing the processes that make up the Initiating Process Group. However, the project is not considered to be officially authorized once the business case has been assessed.
Project funding is obtained as part of performing the processes that make up the Initiating Process Group. However, the project is not considered to be officially authorized once the project funding has been obtained.
The initial project scope is defined during the Initiating Process Group. This information is then documented as part of the project charter. However, defining the project scope and documenting the information in the project charter does not mark the point at which the project is considered to be officially authorized.

When estimating activity durations, activity attributes need to be updated when there are changes to these attributes. Activity attributes include activity codes, predecessor and successor activities, logical relationships, leads and lags, resource requirements, imposed dates, constraints, and assumptions.
Updating the activity duration on the schedule is not done when estimating activity durations. Updating the activity duration on the schedule occurs when developing the schedule.
Submitting a change request to change the activity duration is not done when estimating activity durations. Change requests for updates to formal documents are submitted during other processes such as Monitor and Control Project Work.
Advising the project sponsor that a resource and the activity duration for a given activity has to be changed is not required at all. The project sponsor is advised about situations where project objectives will not be met.

The process within the Executing Process Group that is responsible for generating work performance data is Direct and Manage Project Work. Work performance data includes raw measurements related to project activities. Once collected, the work performance data is then used by the Monitoring and Controlling Process Group to track how the project work is progressing, and to perform any needed change control processes.
Work performance data is not generated by the processes within the Planning Process Group. The Planning Process Group includes the processes that are used to ensure everyone in the project team knows what steps to take, and in what order.
Work performance data is not generated by the processes within the Monitoring and Controlling Process Group. However, the work performance data that has been captured becomes an input to the processes within the Monitoring and Controlling Process Group. The work performance data is then used to track how the project work is progressing, and to perform any needed change control processes.
Work performance data is not generated by the processes within the Closing Process Group. The Closing Process Group contains the processes that are used to finalize all activities across all Process Groups to formally close a project or phase.

The process of planning the cost management establishes how project costs will be estimated, financed, tracked, and administered throughout the project. The process can be implemented once or at specific stages in the project.
This process produces an approximation of the financial resources needed to do the project work. Determining how project costs are estimated and managed occurs when planning cost management.
During this process, the sum of the estimated values of tasks or work packages is used to determine a cost baseline. Determining how project costs are estimated and managed occurs when planning cost management.
During this process, the status of the project is tracked in order to implement changes to the project cost and cost baseline. Determining how project costs are estimated and managed occurs when planning cost management.

The project charter is one of the inputs to the Plan Cost Management process. The project charter is a document issued by the project initiator or sponsor that formally authorizes the existence of a project. The project charter also provides the project manager with the authority to apply organizational resources to project activities. The project charter includes the preapproved financial resources, which is used during the Plan Cost Management process to develop a detailed list of project costs. The project charter also contains any approval requirements that may affect how project costs are managed.
The project management plan does not contain the preapproved financial resources. Elements of the project management plan that are used by the Plan Cost Management process include the schedule management plan and the risk management plan.
The enterprise environmental factors do not contain the preapproved financial resources. Some of the enterprise environmental factors related to the Plan Cost Management process include information related to the organization's culture, market conditions, published commercial information, and the project management information system.
The organizational process assets do not contain the preapproved financial resources. Some organizational process assets related to the Plan Cost Management process include financial controls and procedures, historical information, and existing cost estimating policies and procedures.

A resource calendar is used by the Estimate Activity Durations process to provide details on when a piece of equipment is available, and for how long it will be available during a project. This calendar also provides details on the available human resources for the duration of the project.
Organizational process assets include a company's policies, procedures, and guidelines. It also includes historical information about previous projects. These may help determine how resources must be acquired and used when estimating activity resources. However, they do not provide details about when a specific piece of equipment will be available, and for how long it is needed.
The activity list is a documented tabulation of schedule activities that shows the activity description, activity identifier, and a sufficiently detailed scope of work description. It does not provide details about when a specific piece of equipment will be available, and for how long it is needed.
Activity attributes contain multiple attributes associated with each schedule activity that can be included within the activity list. Activity attributes include activity codes, predecessor and successor activities, logical relationships, leads and lags, resource requirements, imposed dates, constraints, and assumptions. However, it does not provide details about when a specific piece of equipment will be available, and for how long it is needed.

The project scope statement is one of the inputs to the Create WBS process. The project scope statement provides a description of the project scope, major deliverables, assumptions, and constraints. Limitations that affect the project, from both internal and external sources, would be included in the list of project constraints.
The scope management plan is one of the inputs to the Create WBS process. However, it is not used to identify the limitations that affect the project. The scope management plan is used to describe how the scope will be defined, developed, monitored, controlled, and verified.
The project charter is one of the inputs to the Collect Requirements process, not the Create WBS process. The project charter is a document issued by the project sponsor that provides a high-level overview of the product, service, or result that will be produced by the project.
Work performance data is an input to the Validate Scope process, not the Create WBS process. Work performance data is also an output of the Direct and Manage Project Work process. It includes the raw observations and measurements identified during activities being performed to carry out the project work.

The project charter signifies the existence of the project and gives the project manager the authority to manage the activities of the project. It is the only output from the Develop Project Charter process and it formally authorizes the project.
The business case is a document that provides the justification for investing money, time, and resources into the project. This document is used by upper management to help decide whether the project should even begin. It does not formally authorize the project.
The project statement of work is a document used to describe the project's product or service. The customer provides the statement of work as part of the contract or during the bidding process attached to the bidding document. For internal projects, the project sponsor typically provides the statement of work. The statement of work does not formally authorize the project.
The project management plan is a document that contains subsidiary plans and baselines that outline how the project work is executed, monitored, and controlled. The project management plan is created after the project has been authorized.

The force/direct approach is typically used to resolve emergencies. Someone in a position of power forces their viewpoint at the expense of others. It only offers win-lose solutions and therefore often results in a win-lose situation.
The withdraw/avoid technique is used to avoid involvement in a potential or actual conflict situation.
The smooth/accommodate method focuses on areas of agreement and maintains harmony by conceding one's position.
The collaborate/problem solve technique is used to combine a number of different viewpoints and can result in a win-win situation.

The project charter is one of the inputs to the Define Scope process. It provides a high-level project description and characteristics of the project product. It also includes approval requirements.
The requirements documentation identifies what is desired by the project stakeholders. This information will be used when determining what will be included in the project scope. The requirements documentation does not include the approval requirements for the project.
The requirements traceability matrix is a grid that links product requirements from their origin to the deliverables that satisfy them. The requirements traceability matrix is not used by the Define Scope process.
The scope baseline is an output of the Create WBS process; it is not used by the Define Scope process. The scope baseline is the approved version of a scope statement, work breakdown structure (WBS), and associated WBS dictionary. It can be changed only through formal change control procedures and is used as a basis for comparison.